Resonant Leadership. Guru Day, Leadership Workshop, Nicosia, Cyprus October 5, 2018

Transcription

1 Resonant Leadership Richard E. Boyatzis, PhD, Distinguished University Professor, Departments of Organizational Behavior, Psychology and Cognitive Science Case Western Reserve University, Cleveland, OH Department of Human Resources, ESADE Guru Day, Leadership Workshop, Nicosia, Cyprus October 5, 2018

2 Great Leaders Move Us Through Resonance with Others Through Our Emotions 1

3 Exercise Think of a leader for whom or with whom you worked one that brought out the best in you, one that you would gladly work with or for again Think of a leader for whom or with whom you worked one that you try to avoid, left you wishing for more, would help your organization more by working for a competitor When You were Around Them, What Did They Say or Do? How Did They Make You and Others Feel? Richard E. Boyatzis and Annie McKee,

4 Leadership Is a Relationship Is a Resonant Relationship Being in Tune with or on the Same Wavelength as the Others 3

5 What we know about great leaders They inspire through hope and vision. They spread compassion. They are mindful: attuned to mind, body, heart and spirit. They inspire others by creating and maintaining resonance. Richard E. Boyatzis and Annie McKee, 2005.

6 Resonant versus Dissonant Leadership Boyatzis, R.E., Koenig, K., Lowe, M., Mathew, B., Passarelli, A.P., Stoller, J., & Phillips, M. (2012). Examination of the neural Substrates Aroused in experiences with Resonant & Dissonant Leaders, Leadership Quarterly, 23:2, Based on research done at the Cleveland Clinic and Case Western Reserve University RESULTS Mirror systems activated in RL (deactivated in DL) Social/DMN activated in RL (both activated and deactivated in DL) Approach (RL) vs. avoidance (DL) Positive (RL) vs. Negative affect (DL) 12 Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A., 2010.

7 Understanding the world Physical Predicting and Manipulating objects Phenomenal Connecting to and understanding people

8 Jack, A.I., Dawson, A.J., Begany, K.L., Leckie, R.L., Barry, K.P., Ciccia, A.H., & Snyder, A.Z. (2012). fmri reveals reciprocal inhibition between social and physical cognitive domains. Neuroimage, 66C,

9 See-saw

10 Resonant Leadership Common Sense Not Common Practice 9

11 Emotions Are Contagious The brain has an open loop system We are wired to pick up subtle clues from one another Resonance is Contagious So Is Dissonance 11

12 The Sacrifice Syndrome The Sacrifice of being a leader causes Stress Stress arouses the Sympathetic Nervous System Hormones Activated: Epinephrine and Norepinephrine Hormones Activated: Corticosteroids Richard E. Boyatzis and Annie McKee, Blood pressure increases Large muscles prepare to fight or run Brain shuts down non-essential neural circuits Less open, flexible and creative Leads to reduction in healthy immune system Inhibits creation of new neurons Over stimulates older neurons leading to shrinkage of neurons Results Brain loses capability to learn We feel anxious, nervous, even depressed Perceive things people say or do as threatening and negative More stress is aroused 13

13 Renewal: Engaging the Parasympathetic Nervous System Wanting to understand, care for another person, and to initiate some action contributing to their well-being Neural circuit activated: limbic system to the left pre-frontal cortex Aroused Compassion Release of Oxytocin and Vasopressin Adrenal-pituitary axis activated; arousal of the PNS Feeling hopeful, optimistic, at peace or exciting but look forward to the future Systolic and diastolic blood pressure decreased Increased secretion of immunoglobulin A and natural killer cells Richard E. Boyatzis and Annie McKee,

14 The Cycle of Sacrifice and Renewal Mindfulness Resonant Relationships Effective Leadership Hope Compassion Renewal Cycle Sacrifice Syndrome Crisis Laughter, joy, playfulness A walk in nature Sustainable, Effective Leadership Threat Ineffective or Non-Sustainable Leadership Richard E. Boyatzis and Annie McKee,

15 Emotional and Social Intelligence Competencies Build Resonant Relationships and Renewal Social Awareness Self- Awareness Relationship Management Positive impact on others and action Self- Management 17

16 Financial Impact of Competencies Demonstrated by Senior partners of a multi-national consulting firm [Boyatzis 2006] Senior Partners who averaged 19 years with the firm, and 10 years in management Self-Management Cluster: Achievement Orientation, Initiative, etc. Self-Regulation Cluster: Self-control, Adaptability, etc. Relationship Management and Social Awareness Cluster: Empathy, Networking, Developing Others, etc. Cognitive Abilities Cluster: Systems Thinking, Pattern Recognition, etc. Richard E. Boyatzis,

17 Annualized Operating Profit for Senior Partners ABOVE vs. BELOW the Tipping Point 2,100,000 1,680,000 1,736,000 1,841,000 1,776,000 1,527,000 1,260, , , ,000 1,017, , ,000 0 Self-Management Self-Regulation Relationship Management Cognitive Above the Tipping Point Below the Tipping Point 19

18 Predicting Engineering Effectiveness: Preliminary Results In press in Career Development International February 24, 2016 Richard E. Boyatzis, PhD Kylie Rochford Kevin Cavanagh Case Western Reserve University 18

19 Emotional and social intelligence competencies of the engineer as assessed by peers) (ESCI) g = cognitive intelligence as measured by Ravens Progressive Matrices APM Leadership Effectiveness (RES completed by peers) Big five personality as measured by NEO-FFI ENGAGEMENT (UWES, self) Quality of relationships: Degree of Shared Vision PNEA- completed self) ORGANIZATION CITIZZENSHIP SOCIAL (0CB, self) Sample: 93 engineers completed one or more of the tests 40 completed all and had peers complete them 93 % male, all were individual contributors average tenure at Ford 13 years, model age

20 A Theory of Micro-Level Dynamic Capabilities: How Technology Leaders Innovate with Human Connection Lori D. Kendall Dissertation Defense February 12, 2016 Dissertation Committee: Richard Boyatzis, Ph.D. (Chair), Diana Bilimoria, Ph.D., Christopher Laszlo, Ph.D., Kalle Lyytinen, Ph.D. Sample = 105 High Tech companies, 105 R&D executives, 144 other executives

21 21

22 How Do You Develop Great Leaders? How Do You Develop Leadership Resonance? Richard E. Boyatzis and Annie McKee,

23 Relationships Build Leadership Who helped you? Think back over your life and career Who were the people who helped you develop the most? What did they do and how did it make you feel? Richard E. Boyatzis,

24 Boyatzis Intentional Change Theory (1970, 1999, 2000, 2008) The Ideal Self The Real Self Practicing being a Leader Experimenting as a Leader Trusting Relationships that help, support, and encourage each step in the process My Learning Agenda: building on strengths while reducing Gaps Strengths: where my Ideal Self and Real Self are Similar Gaps: where my Ideal Self and Real Self are Different Richard E. Boyatzis, 2001.

25 Two Attractors Neuro-endocrine Affect Ideal Self Real Self Learning Agenda Experiment/ Practice Relationships Positive Emotional Attractor PNS Arousal Positive Possibilities, dreams optimism, hope Strengths Excited about trying Novelty, experiments, practice to mastery Resonant Negative Emotional Attractor SNS arousal Negative Problems, expectations, pessimism, fear Weaknesses Should do, performance improvement plan Actions expected, things you are supposed to do Dissonant or annoying Richard E. Boyatzis,

26 Masud Khawaja, M.D. PhD Thesis, The Mediating Role of Positive and Negative Emotional Attractors Between Psychosocial Correlates of Doctor-Patient Relationship and Treatment Adherence in Type 2 Diabetes, Case Western Reserve University, August, 2010 Physicians n = 25, patients n = 375, from 5 hospitals in Karachi, Pakistan

27 Patient perception of Information Exchange (Hausman, 2001) Patient perception of Shared decision making (Hausman, 2001) Patient perception of Doctor Patient Rapport (Gremler & Gwinner, 2000) Patient s knowledge about diabetes (Garcia, Villagomez, Brown, Kouzekanani & Hanis, 2001) PEA/NEA of the patient (Boyatzis, 2008) Social Support available to the patient (Dalgard, 1996) Co-morbid depression (presence/ absence ascertained) Treatment Adherence (Morisky, Green & Levine, 1986) Patient perception of Trust (Boyatzis, 2008) PEA/NEA of the physician (Boyatzis, 2008) Patient perception of Empathy (Boyatzis & Goleman, 2007) Khawaja, 2010.

28 Emotional Intelligence Can Be Developed Results from 32 longitudinal studies at the Weatherhead School of Management of year old managers. Comparable results with 4 longitudinal studies of year old executives in an Executive Education program, and 2 longitudinal studies of year old high potential managers. Richard E. Boyatzis, 2001.

29 Sustainable Percentage Improvement of EI/SI Emotional Intelligence Competencies Years 3-5 Years 5-7 Years Social Intelligence Competencies Richard E. Boyatzis, 2000.

30 Coaching with Compassion to the PEA vs Coaching for Compliance to the NEA Jack, A., Boyatzis, R.E., Khawaja, M., Passarelli, A.,M. & Leckie, R. (2013). Visioning in the brain: an fmri Study of inspirational coaching and Mentoring. Social Neuroscience. 8(4) Based on research done at the Brain, Mind, & Consciousness Lab, Case Western Reserve University, Professor Anthony Jack, Director and Principal Investigator on this study 12

31 Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A., 2010.

32 PEA-NEA replicated (50 rather than 20 participants)

33 Dose-dependency of positive coaching (correlation n PEA sessions with PEA activity)

34 Bad is stronger than good, but Survive and/or thrive ---- When the NEA is too much When it is not enough When the PEA is not enough. When the PEA is too much

35 Multiple Levels of Intentional Change Theory Individual Dyad Resonant Leader/s Team, Family, Coalition Organization Community Social Identity Group/s Country, Culture Globe Richard E. Boyatzis, First Degree Interaction: Leadership Second Degree Interaction: Reference / Social Identity Groups 29

36 Community Resonant Owner/General Manager of Team Organization Organization Resonant Head Coach Team Resonant Team Captain Individual Player Richard E. Boyatzis, 2006.

37 Boyatzis Intentional Change Theory (1970, 1999,2000,2005) The Ideal Self Trusting Relationships that help, support, and encourage each step in the process The Motivation To Change: Finding their passion and dreams Breaking from the Ought Self Richard E. Boyatzis, 2001.

38 The Ideal Self... Catching your dreams and engaging your passion The power of positive imaging and visioning Thinking in the Left Prefrontal Cortex But we often skip over formulating the Ideal Self image in development or education and become anesthetized to our own ideal and dreams We cannot inspire this passion in others without engaging it ourselves Richard E. Boyatzis,

39 Parts of Pedra Filosofal by Antonio Gedeão Eles não sabem que o sonho é uma constante da vida Eles não sabem que o sonho é vinho, é espuma, é fermento, bichinho álacre e sedento, de focinho pontiagudo, que fossa através de tudo num perpétuo movimento Eles não sabem que o sonho é tela, é cor, é pincel Eles não sabem, nem sonham que o sonho comanda a vida o mundo pula e avança como bola colorida entre as mãos de uma criança 36

40 The Ideal Self Self-efficacy Feasibility Optimism Passion Calling, Purpose Hope Dreams, aspirations, fantasies Image of a Desired Future Ideal Self Personal Vision/ Shared Vision Life/career stage, cycle Values & Philosophy Core Identity Richard E. Boyatzis, Develop by Richard E. Boyatzis and Klio Akrivou-Napersky.

41 The Ideal Self as a Predictor of Career Commitment for Women Engineers Kathleen Buse 495 women with engineering degrees ranging in age from 21 to 60 responded to the survey 41

42 Figure 2: SEM Model with Ideal Self as Mediator 0.196*** Self Efficacy Identity 0.173** 0.444** * Hope 0.332*** 0.358*** Optimism Leader Member Exchange 0.475*** 0.274*** 0.130* 0.234*** 0.143* 0.193** 0.115** 0.214*** ** 0.254*** 0.112* 0.133* * Career Commitment R 2 = *** Engagement R 2 = *** Age IDEAL SELF IS Fun IS Hope IS Sense of Purpose *p<0.05, **p<0.01, ***p<0.001, +p<

43 The Impact of Shared Vision Successful mergers and acquisitions (Clayton, 2009) Family business financial success over time (Neff, 2011) Family business development of next generation leaders (Miller, 2014) Daughter succession in family businesses (Overbeke, 2009) Higher engagement of knowledge works in teams (Mahon, 2010) Effectiveness of physician leaders (Quinn, 2013) Effectiveness of IT managers (Pittenger, 2012) Coaches improving leader performance (Van Oosten, 2013) Increased treatment adherence of Type II Diabetics (Khawaja, 2010)

44 Think back to the people who helped you the most exercise How to you feel just thinking about them and those moments? Is it engaging and motivating? Does the PEA spread to others (and visa versa) through emotional contagion? Does it invoke renewal, openness and learning, sustainability of change?

45 RESOURCES 1. FREE MOOCs: Inspiring Leadership Through Emotional Intelligence 670,000 enrollees from 215 countries and Conversations that Inspire: Coaching with over 87,000 enrolled: Our Boyatzis, Smith and Van Oosten) forthcoming book on helping and coaching watch the skies in the Summer of Join the Coaching research list serve: To join the Coaching Research Net Listserv: (1) Go to (2) In the search bar at the top of the screen, enter CoachingResearchNet; then (3) Click on Apply to join group. Our moderators will then confirm your application to join. 2.Join the Coaching Research Laboratory (for organizations) The purpose of the Coaching Research Laboratory (CRL) at Case Western Reserve University is to advance and support research on the process and effectiveness of coaching. Specifically, the mission of the CRL is to conduct, fund and disseminate research on coaching and related helping relationships. Professor Ellen Van Oosten, Director, with Professors Melvin Smith, Richard Boyatzis, Angela Passarelli, Scott Taylor, and Tony Jack.

46 How Do You Develop Leadership Resonance? Through Mindfulness, Hope and Compassion 48

47 The Leader s Challenge Manage the Cycle of Sacrifice and Renewal through Mindfulness, Hope and Compassion Richard E. Boyatzis and Annie McKee,

48 Practical Tips: Something to Try Next Week 1. Positive ways to introduce people and build better relationships 2. Reflecting about leaders who brought out the best in you Increase resonant relationships and renewal through: (3) meditation; (4) prayer; (5) yoga; (6) tai chi; (7) massage; (8) physical exercise; (9) feeling hopeful about the future; (10) being in a loving relationship; (11) helping those less fortunate and/or ill and/or elderly; (12) having pets you can pet; (13) being playful; (14) walking in nature 15. Initiating inspiring conversations: who helped you? 16. Coaching with compassion (i.e., to the PEA) 17. Start every meeting with a discussion of shared vision,. values or positive stories 18. Practicing mindfulness (emotional awareness ) of yourself and others

49 Living Your Passion Inspiring Others We Do Not Want to Be Bored or Live Routine Lives Nor Do Those Working With Us It Is a Waste of Human Talent, Spirit, and Potential Richard E. Boyatzis, Remember the Moment 54